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global talent

Challenge:
A global insurance group wanted to standardize its HR systems for recruitment, on-boarding and talent management for all geographies, while moving from on-premise to cloud.
Solution:
We harmonized processes across different countries by implementing Oracle Human Capital Cloud in consultation with “challenger groups” drawn from each geography. By creating a solution centrally, and then demonstrating and implementing it globally, we achieved greater standardization, a modernized employee experience, and reduced operational workload for HR and line-management.
Outcomes:
• Collaborated with stakeholder groups across 50 different entities and 30+ countries to design the HCM solution for the future
• Rolled out the new system to over 90,000 employees in 30 countries
• Implemented entirely new recruitment system; moved to paperless office for core HR operations
• Better ROI by moving to SaaS based model; improved employee experience through personalization and mobile-enabled HCM

As business becomes more global and teams can often be dispersed across cities or continents, businesses have begun adapting telecommuting as an added corporate culture benefit and as a way to recruit and retain key talent. As a result, managers may find themselves forced to respond to an all-new set of needs and concerns from their staffs. How does the international team leader ensure that the necessary lines of communication stay up when there are thousands of miles and half a dozen time zones separating offices?

Talent management has moved to the top of the CEO’s agenda. In a 2012 global survey of CEOs and CFOs by the Economist Intelligence Unit, 53 percent of these leaders said that insufficient talent within their organization could harm them financially over the next 12 months. The number expressing financial concerns rose to 67 percent at organizations with more than 1,500 employees. Moreover, a full 83 percent of HR and business executives believe that talent programs need to be improved, according to Deloitte’s 2012 report Talent Edge 2020. With statistics like these, it’s no wonder there’s more pressure than ever on HR leaders to make the right talent decisions for their organizations and to source the right talent management systems to maximize the value of their workforce.

Talent management has moved to the top of the CEO’s agenda. In a 2012 global survey of CEOs and CFOs by the Economist Intelligence Unit, 53 percent of these leaders said that insufficient talent within their organization could harm them financially over the next 12 months. The number expressing financial concerns rose to 67 percent at organizations with more than 1,500 employees. Moreover, a full 83 percent of HR and business executives believe that talent programs need to be improved, according to Deloitte’s 2012 report Talent Edge 2020. With statistics like these, it’s no wonder there’s more pressure than ever on HR leaders to make the right talent decisions for their organizations and to source the right talent management systems to maximize the value of their workforce.

The more you know about your people, the more you can enable them to do their best work. And in turn, the greater the chance of business success. Yet, a rapidly changing world of work makes it difficult for companies to achieve this. There is a growing global skills crisis, and it’s getting worse. A shortage of skilled people makes it tough to find and attract the people you need — and it’s even tougher to get them through the door once you find them. To win the war for talent, you need to understand and engage with your candidates better than ever before.

Read now to learn about three key steps drawn from the “2018 Deloitte Global Human Capital Trends"report that emerging organizations can take to attract and retain top talent, including:
-Redefining careers
-Creating more personalized performance enablement to boost employee engagement
-Using data-driven technology and analytics to enhance business value

HR processes are changing. And, with the global skills crisis, HR Directors are struggling to attract and retain the best talent. Their departments are in flux, and 77% of organisations report a perceived lack of strategic value from HR.* If you’re going to win the war for talent, your organisation will need to make a radical change. It must transform its HR and become a People Company, utilising people data and analytics to make decisions based on real evidence. This will improve the way you interact with current and future employees, providing great workforce experiences. The result will be a more committed and engaged workforce, and increased interest in joining your organisation. From a business perspective too, you’ll benefit through higher levels of productivity, efficiency and improved performance and engagement.

In this white paper you will find:
• Five ways to create a high-performing global culture
• Six ways to dial in your talent strategy
• Five tactics for compensation managers to shift the business
• Six moves for recruiting mangers to build a talent powerhouse
• Five ways learning managers can make a strategic contribution

In this white paper you will find:
• Five ways to create a high-performing global culture
• Six ways to dial in your talent strategy
• Five tactics for compensation managers to shift the business
• Six moves for recruiting mangers to build a talent powerhouse
• Five ways learning managers can make a strategic contribution

As the world emerges from global recession, it’s clear that today’s talent management challenges are dramatically different from the ones businesses faced even a few years ago. PwC’s annual global survey of CEO found that a full 63 percent of those surveyed are concerned about the future availability of key skills.

The challenges facing industrial companies grow more daunting by the day. Globalization, energy markets that change in real time, variations in materials and prices, aging of the industrial workforce, inability to attract the next generation of Talent, and difficult regulatory pressures have all contributed to an extremely stressful industrial business environment. Fortunately, the right automation system can now offer cutting-edge packaging solutions for meeting at least three of these challenges.

The human resources function is undergoing a critical and
fundamental transformation. Global markets, economic
uncertainty, evolving technologies, competition for talent,
and the growing need for sustainable business practices
are creating new challenges for business and the HR
leaders who support them.
In this whitepaper, we will explore five business trends driving the rapid adoption of SaaS business solutions and discover
why businesses like yours are moving to SaaS.

The human resources function is undergoing a critical and
fundamental transformation. Global markets, economic
uncertainty, evolving technologies, competition for talent,
and the growing need for sustainable business practices
are creating new challenges for business and the HR
leaders who support them.
In this whitepaper, we will explore five business trends driving the rapid adoption of SaaS business solutions and discover
why businesses like yours are moving to SaaS.

In global, multicultural organisations, simply expecting all employees to speak one common language, such as English, marginalises the potential impact of international talent and leaves monolingual staff ill-equipped to help the organisation compete effectively in a globalised environment.

The following insights should be used as a resource for Chief Financial Officers (CFOs) as they lead or support their organisation through a cloud adoption journey.
It is designed to provide an overview of cloud adoption drivers, costs, risks, and benefits, as well as raise important questions about staffing and technology decisions that are critical to success. It is also intended to help inform business cases, while surfacing measurements and indicators specific to cloud environments that impact the bottom line.
The foundational guidance provided is a collection of insights captured and distilled from direct conversations and engagements between Amazon Web Services (AWS) and customer CFOs representing an extensive range of industries.

To understand the challenges and opportunities with the Internet of Things, MIT Sloan Management Review’s 2016 Global Executive Study conducted a comprehensive study with business executives, managers, and IT professionals globally. Through the survey results and interviews with subject matter and industry experts, MIT Sloan Management Review was able to reveal the business value and competitive issues from the Internet of Things (IoT). This comprehensive report dives into data sharing with competitors, analytic talent management, and the intersection with governing the data. Analytics is unsurprisingly is shown as the key to IoT success.

Global competition for talent, outsourcing labor, compliance legislation, remote workers, aging populations – these are just a few of the daunting challenges faced by HR organizations today. Yet the most commonly monitored workforce metrics do very little to deliver true insight into these topics. Leaders need to graduate from metrics to analytics, surfacing the important connections and patterns in their data to make better workforce decisions.

An analytics revolution is upon us. Knowledge workers are in short supply, the competition for talent has gone global; turnover is rising; and employee engagement is stagnant at best. How can companies attract, retain, and develop employees who can drive business results and have the data to back up these decisions? A recent survey found more than 80% of respondents said that they needed talent-related insights to make business decisions. Yet most enterprises still base talent decisions on gut feeling. Few can offer analytic evidence to support their hunches. Now, finally, analytics are beginning to drive decisions about people.

Using the high-potential employees subset of our global WorkTrends™ survey data, we were able to compare top talent, who significantly outperform their peers and demonstrate a stronger capacity to succeed,3,4 with other employees. The results provide new insight into mobile recruiting and guidance for organizations looking to attract top talent.

Global executives believe the key to delivering profitable growth is a 20% increase in staff productivity, above current levels. However, employees are stretched to their limit; 80% report increased workloads and 55% say they can no longer handle the resulting levels of stress. Effective talent measurement can improve performance and productivity across the workforce by placing the right people in the right roles, and identifying and nurturing those that are most likely to succeed.

How do you know if your organization has the talent it needs to execute on its strategy? Is your organization’s talent ready to perform in the new work environment? Are your talent development programs focused on the right people?

Your global organization’s network of human capital management (HCM) platforms is the nerve center of your entire enterprise.
But passing data back and forth between disparate HCM systems has never exactly been easy. So your HR, payroll, talent, benefits and time and attendance systems, often specific to regions and countries, fire futilely across data synapses that in real-world terms leave you blind to the true state of your business.

Manufacturing has changed dramatically over the last decade. Developments in IT and the internet have enabled companies to transform from regional manufacturers into global, connected enterprises that provide better products at lower costs. These products are designed and engineered by collaborative teams in design centers around the world to take advantage of unique talent pools.

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About us

DatacenterDynamics is a brand of DCD Group, a global B2B media and publishing company that develops products to help senior professionals in the world's most ICT dependent organizations make risk-based infrastructure and capacity decisions.

Our portfolio of live events, online and print publishing, business intelligence and professional development brands are centred on the complexities of technology convergence. Operating in 42 different countries, we have developed a unique global knowledge and networking platform, which is trusted by over 30,000 ICT, engineering and technology professionals.